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MANAGEMENT 3.0 - change and innovation practices

  1. change and innovation practices MANAGEMENT 3.0
  2. introduction Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity. We achieve this by providing guidance and practices, and by applying new thinking to the craft, art, and science of management and leadership. Agile Leadership Practices
  3. introduction The team loved the game today, and are thinking of reorganizing themselves into more stable teams rather than product teams. Next week we’re doing an exercise to prioritize everyone’s hardware requests. If it goes well, we’ll be creating our new company compensation system as a team. It feels good! Thank you! Paul Klipp, President of Lunar Logic in Krakow, Poland The Management 3.0 workout practices aim at leaders and knowledge workers who are trying to be more agile and lean in their approach to management. The courses and workshops typically draw a mix of team leaders, development managers, IT directors, agile coaches, HR managers, project managers, scrum masters, product owners, and creative workers.
  4. introduction Whether it’s a standard two-day course, a custom eight-hour workshop, a four-hour tutorial, or a brief 1-hour talk, all Management 3.0 events are designed to make a lasting impression. Management 3.0 has 8 major topics, which are continually refined and supplemented. The most important goal for Management 3.0 events is for people to take action to improve their organizations. All events adhere to the following principles: theory and practice in small chunks; clear and effective visuals; inspiring stories and metaphors; fun games and exercises; focused group discussions; and concrete practices with tangible results. Workshops, Courses & Tutorials
  5. introduction Justtherightamountoftheoryvs.exercises,general experience vs. each participant’s experience, one- way teaching vs. two-way sharing/feedback. Claudia Daniela Hosu, ScrumMaster at Small Footprint, Romania
  6. audience Ourworkshopsandcoursesarecreatedtoshareideasandexperiences from innovative organizations with modern management and leadership practices. Don’t wait while your best employees are quitting their jobs. Join a Management 3.0 event now! ?Can we implement a balanced scorecard that doesn’t treat creative employees like factory workers ?Can we evaluate performance without destroying people’s motivation with annual appraisals Ideas for Top Management & Human Resources
  7. audience I had so many takeaways, almost everything. I would say: complex systems discussion, a lot of metaphors, 7 levels of authority, discussions of challenges, loved all the stories. Great great great course! Tali Goshen, VP of Human Resources at superDimension, Israel Can we share the company’s profits without resorting to a traditional bonus system? ? ? Can we define inspiring goals without the rigidness of management by objectives?
  8. audience ? ? Can we assist human resources in implementing better job titles and career ladders Can we help team leaders and development managers to find a new definition for their roles Inspiration for Agile Coaches & Scrum Masters
  9. Quote audience The games & exercises were great! In particular, I liked the Metrics Matrix, Champfrogs, Delegation Poker, and Meddlers. I also liked the Change management 3.0 Module & the change exercise - it really brought everything together into 4 aspects of change that’s spot on with the type of work I do with clients & teams. Susan Gibson, Agile Coach at LeanDog, USA ? ? Can we convince top management that the individual performance system has to be changed Can we motivate team members so that they better adopt agile and lean practices Ourworkshopsandcoursesarecreatedtoshareideasandexperiences from innovative organizations with modern management and leadership practices. Don’t wait while the happiness of your teams drops below zero. Join a Management 3.0 event now!
  10. audience ?Can we help the organization be more innovative while at the same time keeping up performance Ourworkshopsandcoursesarecreatedtoshareideasandexperiences from innovative organizations with modern management and leadership practices. Don’t wait while the delivery cycle of the product grinds to a halt. Join a Management 3.0 event now! Advice for Project Managers & Product Owners
  11. audience I have gained some more tools and been reminded about some of the existing tools in my little toolkit which needed sharpening. Kasper Jørgensen, Project Manager at CIPM, Denmark ? ? ? Can we assist team members to deliver products continuously, while not increasing our technical debt Can we balance new product development with maintenance, and speed with quality Can we scale our product to multiple teams across different geographical locations
  12. audience Can we delegate work to self-organizing teams while still maintaining a sense of control Can we motivate team members to develop products that by their nature are not very exciting ? ? Ourworkshopsandcoursesarecreatedtoshareideasandexperiences from innovative organizations with modern management and leadership practices. Don’t wait while your team members leave all difficult problems for you to solve. Join a Management 3.0 event now! Practices for Line Managers & Team Leaders
  13. audience It has the right mix of examples, theory, and games. Convincing and authentic. Sergiu Gavrila, Team Leader at itdesign GmbH, Germany Can we create clear roles and team boundaries, with inspiring values and a clear goal Can we help people to develop themselves and have them aim for continuous improvement ? ?
  14. audience Lots of ideas to try with my team to get to know them better and improve our work. Mattia Battiston, Software Developer, Italy ? ? Can I help our old-fashioned managers to introduce some 21st century leadership practices Can I help my co-workers to take responsibility and hold them accountable for their work Ourworkshopsandcoursesarecreatedtoshareideasandexperiences from innovative organizations with modern management and leadership practices. Don’t wait while the organization is slowly but steadily destroying itself. Join a Management 3.0 event now! Practices for Creatives & Knowledge Workers
  15. audience ? Can I introduce some innovative practices that will be accepted by the non-agile part of the organization ?Can I somehow keep my motivation and sanity in our dysfunctional organization
  16. facilitation The human brain is perfectly equipped to deal with stories and visuals. That’s why we designed the Management 3.0 materials with visualization in mind, and it is why all Management 3.0 facilitators are fine storytellers. With the help of sticky notes, markers, flip charts, and whiteboards the facilitators welcome participants to visualize their management & leadership problems, and to share their stories and solutions with each other in engaging ways. Storytelling and Visualization
  17. facilitation I liked the mix of play and listen. I liked that every topic started with storytelling. Christoph Oberle, Management Consultant, Germany
  18. facilitation Very involving and with a very flexible agenda. The result was that we did some very concrete problem solving, including making use of the participants’ varied experience. Signe Bramming Andersen, Manager at DONG Energy, Denmark In our courses and workshops the facilitators invite participants to share their biggest challenges in management & leadership. The problems are sorted and prioritized, and they are turned into a backlog of discussion items. All problems are unique. And yet, similar challenges have all been faced before in one way or another. Assisted by all participants the facilitator attempts to find solutions, practices, suggestions, and references for all prioritized problems. Addressing Problems, Discussing Solutions
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  20. facilitation I especially liked the delegation cards and the motivation exercise, plus some of the stories. Pia Andersson, Manager Strategy and Projects at Hi3G, Sweden Each of the Management 3.0 topics includes at least one game or exercise. In groups of three to seven people the attendees run simulations of real-world management issues. Sometimes the participants play as different line managers against each other. Sometimes they act together as one team leader, sharing their ideas while working on a problem. Every exercise is debriefed afterward, so that people can discuss their findings, internalize what they learned, and bring up questions and insights to be addressed by the whole group. Learning by Playing, Practicing by Exercising
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  22. topic Agile management is the generic term for leadership and governance of creative teams in a way that is consistent with agile and lean thinking. You will be acquainted with common methods, principles, and challenges in agile transformations around the world, and the necessity of management in agile organizations. Learn About Agile Management
  23. topic I liked the mix of hands on, presentation, and discussion. Mimi McGinty, Sr. Project Manager at Grange Insurance, Columbus, USA
  24. topic The best feature, one that I have never seen in such courses, but always wanted, is the list of books worth reading. It makes the course only a starting point, for your own exploration on each topic. Łukasz Nalepa, Scrum Master/ Software Engineer at CUBE-CR, Poland Systems thinking and complexity science are the cornerstones of the agile mindset. You will learn what complexity theory is, how to think in terms of systems, and how to spot the difference between complex and complicated. The principles of complexity thinking will enable you to create your own agile leadership practices. Learn About Complexity Thinking
  25. topic
  26. topic Intrinsic motivation is the reason people get out of bed in the morning. Since people are the most important parts of an organization, managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the ten intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one- on-one meetings, personal assessments, the 12 most important questions, and 360 degree evaluations. Learn How to Energize People ? How can we compensate people in a fair way ?How can we keep or increase motivation and passion ?How can we keep or increase engagement and energy
  27. topic I liked the happiness door, the kudo cards, the games, and the takeaways. It is a well-structured training. Laure Pain, Agile Coach at Amadeus, France ?How can we get the manager closer to the team
  28. topic Having experienced the games was quite useful to realize that they work. They are all good exercises to play with my teams. Alejandro Scandroli, Developer and Founder at Amneris Web Solutions, Spain ?How can we get teams to take ownership and responsibility Self-organization can offer many answers when it comes to good management. Teams are able to self-organize, but this requires empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorizationinanorganization,thechallengesofempowerment,how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and delegation boards. Learn How to Empower Teams ?How can we improve teamwork and interaction
  29. topic ?How can we empower a self-organizing team ? How can we get management to trust the team
  30. topic ?How can we get one team to focus on one goal ?How can we align teams with product owners and management Goal setting is important, since self-organization can lead to anything. Therefore it’s necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and about potential negative effects of self-organization. Learn How to Align Constraints
  31. topic ? ? Clear and well-articulated theory. Great ability to both get the audience involved and inspired to participate, and to provide answers and useful discussions on the many questions that emerged. Morten Salling Amstrup, Solution Consultant at Arla Foods, Denmark How can we align teams with the goal of the company How can we make sure there is leadership
  32. topic Competence development is key when it comes to doing a good job. Teams are only able to achieve their goals if team members are capable enough, and managers must therefore contribute to the development of competence. You will learn how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics. Learn How to Develop Competence ?How can we develop people’s competences and skills
  33. topic The interactive exercises were very good and brought up interesting communication and interaction, and definitively can be used as a takeaways to try to implement in one’s own environment. Elina Razdobarina, Independent Consultant, San Francisco, USA ?How can we improve estimates and meet expectations ?How can we increase and measure quality ? How can we do our jobs effectively and maximize productivity
  34. topic Organizational structures significantly impact how an organization works. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, about balancing specialization and generalization, about choosing between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network. ?How can we be Agile in a geographically distributed organization ?How can we work with multiple projects and product owners Learn How to Grow Structure
  35. topic ? The examples from real life, and the exercises, were all really good and made it interesting all the way. Erik Svensson, Project Manager at Ericsson, SwedenHow can we deal with dependencies between teams ?How can we adapt organizational structures to Agile
  36. topic Learn How to Improve Everything ?How can we get management and business to become Agile ?How can we change the organization’s culture ?How can we be Agile when the environment is non-Agile ?How can we help people learn and improve themselves
  37. topic Great course! One of the best I’ve done Damian Fasciani, Technology Services Manager, REA Group, Melbourne, Australia Change management is one of the things people in all kinds of organizations struggle with most. People, teams, and organizations need to improve continuously, in order to defer failure for as long as possible. In practice this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the four facets of change management, which address the system, the individuals, the interactions, and the boundary of the system.
  38. exercise Do you need to make a decision but are you unsure about the effects on people’s motivation? Do you want to know what motivates your colleagues? Are you hiring a new team member and do you want to know what makes her tick? Play Moving Motivators! Moving Motivators My team will be using the Moving Motivators exercise, a problem wall and a happiness index. The biggest takeaway was to try many different things, tweak, and try more. Andrew Brown, Sr. IT Project Manager at University of Michigan, Ann Arbor, USA The games were very valuable. Robie Wood, Project Management Consultant at showVALUE LLC, Washington DC, USA
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  40. exercise Delegation often comes down to “Either I do it, or you do it”. But in truth there are 7 levels of delegation. Use Delegation Poker to make clear who’s responsible for what and on what level. Delegation Poker
  41. exercise The exercises were very enlightening, whether in sharingmyownexperiences or listening to others - it certainly caused me to pause and reflect upon my own “style” and recognize opportunities for growth. David Soule, Section Manager at Erie Insurance Group, USA
  42. exercise A very popular exercise is the Meddlers game (named after a well-known German board game). The exercise allows players to visualize and discuss organizational structures, in a way that matches the concept of value networks. Meddlers
  43. exercise What I appreciate the most about the facilitator is that he does not offer simple trite answers that might work in very specific organizations. Rather, he gives his students the tools or frameworks to help them arrive at their own solutions. Mike Evans, Iteration Manager at Nationwide, USA
  44. exercise There are many wrong ways to reward employees. A simple but effective approach is the use of kudo cards, which enables people to give each other small tokens of appreciation. Kudo Cards It is very refreshing to see that Management 3.0 is considerably more oriented toward empowering the team and making it happy, as opposed to traditional management that was focusing on performance. Luc Duplessis, Agile Product Owner at Accedian Networks, Montréal, Canada
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  46. conclusion Statistics and Numbers There have been 175 Management 3.0 courses between March 2011 and June 2013, which is an average of 6 courses per month. In the first six months of 2013 there were 55 courses, or an average of 9 courses per month.
  47. conclusion “This was one of the best courses I’ve ever attended!” Robert Misch, Agile Coach at GmbH, Germany In total, the course has been organized in 78 different cities in 35 countries on 4 continents by 32 licensed facilitators. More than 600 participants attended the courses in the first six months of 2013, which is an average of 11 people per course. Overall an estimated number of 2,000 people attended a Management 3.0 course since our kick-off in 2011.
  48. conclusion An amazing 48% of our Management 3.0 courses receive an average rating of 9 (out of 10) or higher from the participating groups, while 85% of the courses have been rewarded with an average group rating of 8 or higher. The participants rate the course individually with a 9 or 10 in 62% of the cases. Our Net Promoter Score is: 56% Evaluations and Ratings
  49. conclusion I consider two days as a well- balanced choice and the pace during the two days was just right. Robert Sundin, Manager at Com Hem AB, Sweden
  50. conclusion Management 3.0 Agile management is an often overlooked part of Agile. Managers need to learn what their new role is in software development organizations in the 21st century, and how to get the best out of Agile. This book will help them. How to Change the world “How do I deal with my crappy organization? I like my work but I don’t like what our management is doing. How do I deal with it?” Well, it’s take it, leave it, or change it… This booklet for those who choose option 3.
  51. conclusion Afadyousay?Management3.0isfarfromit.It’safactthatmore andmoreorganizationsaremovingtowardsagilemethodologies. This demands a new way of thinking for leaders. Whilst many have developed a new mindset and practice it, Management 3.0 gives concrete tools, names, metaphors, and much much more that add to a leader’s tool belt. I highly recommend the workshops to experience it live! Matthew Aldridge at, Germany Mangement Workout Management Workout will be a book with actionable management advice. Practical things that people can do next Monday morning, in order to grow an organization that is innovative and healthy.
  52. The goal of Management 3.0 is to help you grow and transform organizations into becoming great places to work. ”But, I’m not a manager”, you say? So what? We believe that management is not only the managers’ responsibility. It is everyone’s job! Therefore, Management 3.0 is not only about what managers can do, but also about what you can do. change and innovation practices MANAGEMENT 3.0